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You are the owner of a new five-star resort hotel opening

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below and answer the questions that follow each.;Scenario 1 (primarily, based on knowledge gained in chapter 17);You are the owner of a new five-star resort hotel opening up on the white sand beaches of the west coast of Florida. For your venture to succeed you need to make sure that hotel employees focus on providing customers with the highest-quality customer service possible. You are meeting with the executive staff to discuss how to creabelow and answer the questions that follow each.;Scenario 1 (primarily, based on knowledge gained in chapter 17);You are the owner of a new five-star resort hotel opening up on the white sand beaches of the west coast of Florida. For your venture to succeed you need to make sure that hotel employees focus on providing customers with the highest-quality customer service possible. You are meeting with the executive staff to discuss how to create a culture that will promote such high quality service, that will encourage employees to be committed to the hotel, and that will reduce the level of employee turnover and absenteeism, which are typically high in the hotel business.;Questions;1. What kinds of organizational values and norms do you believe will encourage employees to behave in ways that lead to high-quality customer service? Explain.;2. Using the concepts discussed in Chapter 17 (ex. People, employment relationship, socialization), discuss how you will create a culture that promotes the learning of these customer service values and norms.;Scenario 2 (primarily, based on knowledge gained in chapter 18);You are the head of department with a team of software engineers. You are meeting with the team to discuss how to implement a kaizen program to reduce the number of mistakes made in developing and writing computer code. Presently, your employees are each responsible for a different section of the code and they typically just hand off their work to the person next in line, which is the point at which errors often creep in. You are contemplating introducing a computer-aided design process that will make each employee?s code-writing activities explicit. This will likely cause considerable conflict among employees because it will complicate their work activities.;Questions;3. How can you manage the change process to reduce employees? likely resistance to the changes that will take place in the work process?;4. What kind of reward system could you devise to motivate employees to contribute to make suggestions for improving the new system?;Due Monday, August 4th;Quiz 7;Exam;Name;MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.;1);Carlos Rivera is a middle-level, expatriate manager who works for a multinational corporation. He has learned two languages and seven dialects in an effort to communicate and be friendly with his subordinates. Carlos is engaging in leader behaviors that the Ohio State studies would characterize as;1);A);initiating structure.;B);task oriented.;C);consideration.;D);thoughtfulness.;2);Sandy Shaw is the leader of a production group at Tech-Deck, Inc. As leader, Sandy often finds that her employees approach her with concerns regarding both professional development and personal issues. Sandy is uncomfortable providing advice in these areas, however, and wishes to maintain a purely professional relationship with her subordinates, concentrating primarily on issues relating to completion of work assignments and goal setting. Sandy is exhibiting leader behavior characterized by the Ohio State studies as;2);A);consideration.;B);task structure.;C);initiating structure.;D);employee oriented.;3);Ronald Ross is an employee in a work group of five people. Ronald's supervisor, Randy, interacts with other group members in a relatively superficial manner, providing them with information they need to get the job done while remaining formal and somewhat distant and cold. In contrast, Ronald and Randy have a great working relationship, exchanging information and unsolicited suggestions. Based on the leader-member exchange theory, the relationship between Ronald and Randy can be classified as;3);A);intragroup.;B);out-group.;C);extragroup.;D);in-group.;4);Judy Bailey is the chief engineering officer at a small biotechnology company. She oversees three laboratories and a group of mostly male engineers and biologists. The first woman in this position, Judy has perceived some ambivalence, as well as some animosity, regarding her authority. The research on gender and leadership suggests that Judy is most likely to;4);A);use an autocratic style as a means of asserting her authority.;B);fire all those individuals that disagree with her management style.;C);use a contentious style of management.;D);use a democratic style to win over opponents.;5);According to your textbook, which of the following statements is not true?;5);A);Women's interpersonal skills tend to be better than men's interpersonal skills.;B);Men and women tend to act the same when in similar positions.;C);Men tend to lead in a more democratic manner.;D);Women are more democratic than men are when they occupy leadership positions.;6);Pauline Paisley is vice president of manufacturing at Apex Aluminum Co. She is constantly battling with the marketing department. She cannot understand marketing's constant concern for new quality products that increase costs, and she knows marketing does not realize the costs of retooling and manufacturing new products. The source of conflict is;6);A);incompatible task relationships.;B);interpersonal differences between executives.;C);differences in functional orientation.;D);the centrality of the manufacturing division.;7);If on-the-job conflict is due to ________, the organization can use education and training to help employees appreciate the differences in their attitudes and avoid or resolve conflict.;7);A);a clash of personalities;B);a basic disagreement about how work should be performed;C);work-force diversity issues;D);a disagreement about the performance of the other party;8);To fully understand the power structure of an organization, a manager needs to analyze;8);A);sources of divisional power.;B);sources of individual power.;C);all sources of power.;D);sources of functional power.;9);Andrew Grant admires and respects racecar driver Nick Meyers and would want to purchase any of the products that Meyers recommends. Marketing companies can take advantage of the fact that Meyers possesses;9);A);information power.;B);reward power.;C);referent power.;D);expert power.;10);Jim Bosley is a corporate manager for a large corporation. He has the authority to approve projects of the organization's subsidiaries. He knows that his main source of power is his;10);A);central location.;B);control over resources.;C);referent power.;D);irreplaceability.;11);An organization develops ________ to encourage members to adopt certain terminal and instrumental values and to behave in certain ways as they pursue their goals.;11);A);generalized expectations;B);specific norms;C);organizational guidelines;D);regulatory frameworks;12);As time passes, employees ________ the organization's values and the specific rules, norms, and SOPs that govern behavior.;12);A);internalize;B);individualize;C);conceptualize;D);memorize;13);Jean Buttner, publisher of Value Line Investment Survey, fashioned an organizational culture that;13);A);reduced commitment and loyalty.;B);alienated employees.;C);increased employee turnover.;D);All of the above;14);view of organizational culture explains how an organization develops the shared values that can have such a powerful effect on work attitudes and behaviors.;14);A);The "people make the place;B);The "perception is reality;C);The "product champion;D);The "ten-foot attitude;15);structures are tall, highly centralized, and standardized, in contrast, ________ structures are flat, decentralized, and rely on mutual adjustment.;15);A);Mechanical, cerebral;B);Organic, mechanistic;C);Mechanistic, organic;D);Traditional, innovative;16);One way in which Japanese automakers have tried to capitalize on the economic and political unions among nations that have been formed since World War II is to;16);A);invest their profits in real estate in the United States and Europe.;B);open large auto-manufacturing plants in the European Union and the United States in order to avoid tariffs.;C);encourage the Japanese government to restrict the number of U.S. cars that can be imported into Japan.;D);advertise how many of their products are made in the United States.;17);Many companies have created the role of ________, a person to whom employees can report ethical lapses by management or turn to when faced with ethical dilemmas.;17);A);chief morals officer;B);ethics officer;C);ombudsperson;D);corporate whistle-blower;18);The Strategic Air Command (SAC) was the most powerful part of the U.S. Air Force for over 60 years because of its crucial role in the Cold War. After the Cold War ended, bombers and missiles were no longer important to the mission of the air force. Given these changes, the generals in charge of SAC would be expected to;18);A);strongly resist the organizational changes the air force needed to make.;B);support the organizational changes the air force needed to make.;C);make some token organizational changes but retain their powerful positions.;D);be the ones recommending organizational changes within the air force.;19);Socio-technical systems theory and total quality management are examples of;19);A);revolutionary change.;B);evolutionary change.;C);calculated change.;D);organizational change.;20);According to total quality management, ________ often originates at crossover points or handoffs, that is, when people turn over the work they are doing to people in different functions.;20);A);kaizen;B);systemization;C);functional synergy;D);poor quality;ESSAY. Write your answer in the space provided or on a separate sheet of paper.;21);List the steps in Lewin's force-field theory of change. Give an example for each step.;22);Identify the three sources of organizational ethics and provide an example of each.;23);List the five dimensions of culture identified by Hofstede's Model of National Culture and give an example of each dimension. Be sure to explain why your example is appropriate.;24);In your own words, briefly describe the four types of behaviors leaders can engage in to motivate subordinates according to path-goal theory.;25);List the sources of formal individual power and give an example of each source.te a culture that will promote such high quality service, that will encourage employees to be committed to the hotel, and that will reduce the level of employee turnover and absenteeism, which are typically high in the hotel business.;Questions;1. What kinds of organizational values and norms do you believe will encourage employees to behave in ways that lead to high-quality customer service? Explain.;2. Using the concepts discussed in Chapter 17 (ex. People, employment relationship, socialization), discuss how you will create a culture that promotes the learning of these customer service values and norms.;Scenario 2 (primarily, based on knowledge gained in chapter 18);You are the head of department with a team of software engineers. You are meeting with the team to discuss how to implement a kaizen program to reduce the number of mistakes made in developing and writing computer code. Presently, your employees are each responsible for a different section of the code and they typically just hand off their work to the person next in line, which is the point at which errors often creep in. You are contemplating introducing a computer-aided design process that will make each employee?s code-writing activities explicit. This will likely cause considerable conflict among employees because it will complicate their work activities.;Questions;3. How can you manage the change process to reduce employees? likely resistance to the changes that will take place in the work process?;4. What kind of reward system could you devise to motivate employees to contribute to make suggestions for improving the new system?;Due Monday, August 4th;Quiz 7;Exam;Name;MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.;1);Carlos Rivera is a middle-level, expatriate manager who works for a multinational corporation. He has learned two languages and seven dialects in an effort to communicate and be friendly with his subordinates. Carlos is engaging in leader behaviors that the Ohio State studies would characterize as;1);A);initiating structure.;B);task oriented.;C);consideration.;D);thoughtfulness.;2);Sandy Shaw is the leader of a production group at Tech-Deck, Inc. As leader, Sandy often finds that her employees approach her with concerns regarding both professional development and personal issues. Sandy is uncomfortable providing advice in these areas, however, and wishes to maintain a purely professional relationship with her subordinates, concentrating primarily on issues relating to completion of work assignments and goal setting. Sandy is exhibiting leader behavior characterized by the Ohio State studies as;2);A);consideration.;B);task structure.;C);initiating structure.;D);employee oriented.;3);Ronald Ross is an employee in a work group of five people. Ronald's supervisor, Randy, interacts with other group members in a relatively superficial manner, providing them with information they need to get the job done while remaining formal and somewhat distant and cold. In contrast, Ronald and Randy have a great working relationship, exchanging information and unsolicited suggestions. Based on the leader-member exchange theory, the relationship between Ronald and Randy can be classified as;3);A);intragroup.;B);out-group.;C);extragroup.;D);in-group.;4);Judy Bailey is the chief engineering officer at a small biotechnology company. She oversees three laboratories and a group of mostly male engineers and biologists. The first woman in this position, Judy has perceived some ambivalence, as well as some animosity, regarding her authority. The research on gender and leadership suggests that Judy is most likely to;4);A);use an autocratic style as a means of asserting her authority.;B);fire all those individuals that disagree with her management style.;C);use a contentious style of management.;D);use a democratic style to win over opponents.;5);According to your textbook, which of the following statements is not true?;5);A);Women's interpersonal skills tend to be better than men's interpersonal skills.;B);Men and women tend to act the same when in similar positions.;C);Men tend to lead in a more democratic manner.;D);Women are more democratic than men are when they occupy leadership positions.;6);Pauline Paisley is vice president of manufacturing at Apex Aluminum Co. She is constantly battling with the marketing department. She cannot understand marketing's constant concern for new quality products that increase costs, and she knows marketing does not realize the costs of retooling and manufacturing new products. The source of conflict is;6);A);incompatible task relationships.;B);interpersonal differences between executives.;C);differences in functional orientation.;D);the centrality of the manufacturing division.;7);If on-the-job conflict is due to ________, the organization can use education and training to help employees appreciate the differences in their attitudes and avoid or resolve conflict.;7);A);a clash of personalities;B);a basic disagreement about how work should be performed;C);work-force diversity issues;D);a disagreement about the performance of the other party;8);To fully understand the power structure of an organization, a manager needs to analyze;8);A);sources of divisional power.;B);sources of individual power.;C);all sources of power.;D);sources of functional power.;9);Andrew Grant admires and respects racecar driver Nick Meyers and would want to purchase any of the products that Meyers recommends. Marketing companies can take advantage of the fact that Meyers possesses;9);A);information power.;B);reward power.;C);referent power.;D);expert power.;10);Jim Bosley is a corporate manager for a large corporation. He has the authority to approve projects of the organization's subsidiaries. He knows that his main source of power is his;10);A);central location.;B);control over resources.;C);referent power.;D);irreplaceability.;11);An organization develops ________ to encourage members to adopt certain terminal and instrumental values and to behave in certain ways as they pursue their goals.;11);A);generalized expectations;B);specific norms;C);organizational guidelines;D);regulatory frameworks;12);As time passes, employees ________ the organization's values and the specific rules, norms, and SOPs that govern behavior.;12);A);internalize;B);individualize;C);conceptualize;D);memorize;13);Jean Buttner, publisher of Value Line Investment Survey, fashioned an organizational culture that;13);A);reduced commitment and loyalty.;B);alienated employees.;C);increased employee turnover.;D);All of the above;14);view of organizational culture explains how an organization develops the shared values that can have such a powerful effect on work attitudes and behaviors.;14);A);The "people make the place;B);The "perception is reality;C);The "product champion;D);The "ten-foot attitude;15);structures are tall, highly centralized, and standardized, in contrast, ________ structures are flat, decentralized, and rely on mutual adjustment.;15);A);Mechanical, cerebral;B);Organic, mechanistic;C);Mechanistic, organic;D);Traditional, innovative;16);One way in which Japanese automakers have tried to capitalize on the economic and political unions among nations that have been formed since World War II is to;16);A);invest their profits in real estate in the United States and Europe.;B);open large auto-manufacturing plants in the European Union and the United States in order to avoid tariffs.;C);encourage the Japanese government to restrict the number of U.S. cars that can be imported into Japan.;D);advertise how many of their products are made in the United States.;17);Many companies have created the role of ________, a person to whom employees can report ethical lapses by management or turn to when faced with ethical dilemmas.;17);A);chief morals officer;B);ethics officer;C);ombudsperson;D);corporate whistle-blower;18);The Strategic Air Command (SAC) was the most powerful part of the U.S. Air Force for over 60 years because of its crucial role in the Cold War. After the Cold War ended, bombers and missiles were no longer important to the mission of the air force. Given these changes, the generals in charge of SAC would be expected to;18);A);strongly resist the organizational changes the air force needed to make.;B);support the organizational changes the air force needed to make.;C);make some token organizational changes but retain their powerful positions.;D);be the ones recommending organizational changes within the air force.;19);Socio-technical systems theory and total quality management are examples of;19);A);revolutionary change.;B);evolutionary change.;C);calculated change.;D);organizational change.;20);According to total quality management, ________ often originates at crossover points or handoffs, that is, when people turn over the work they are doing to people in different functions.;20);A);kaizen;B);systemization;C);functional synergy;D);poor quality;ESSAY. Write your answer in the space provided or on a separate sheet of paper.;21);List the steps in Lewin's force-field theory of change. Give an example for each step.;22);Identify the three sources of organizational ethics and provide an example of each.;23);List the five dimensions of culture identified by Hofstede's Model of National Culture and give an example of each dimension. Be sure to explain why your example is appropriate.;24);In your own words, briefly describe the four types of behaviors leaders can engage in to motivate subordinates according to path-goal theory.;25);List the sources of formal individual power and give an example of each source.

 

Paper#31021 | Written in 18-Jul-2015

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